Management, by Williams South-Western College Publishing Copyright © 2000 Chapter 12 Managing Individuals and a Diverse Work Force

Management, by Williams South-Western College Publishing Copyright © What Would You Do? Diversity at MacTemps 4Shouldn’t fair procedures lead to diversity? 4What kinds of things go into a diversity plan? 4How do you manage diversity? Formerly MacTemps

Management, by Williams South-Western College Publishing Copyright © After discussing this section, you should be able to: Learning Objectives Diversity and Why it Matters ¬describe diversity and why it matters.

Management, by Williams South-Western College Publishing Copyright © Diversity: Differences That Matter Diversity is Not Affirmative Action Diversity Makes Good Business Sense

Management, by Williams South-Western College Publishing Copyright © Diversity is Not Affirmative Action Diversity 4May exist without a program 4Broad focus 4Not legally based 4Create a positive work environment 4Generally accepted Affirmative Action 4A purposeful, established program 4Narrow focus 4Legal requirement 4Compensate for past discrimination 4Controversial

Management, by Williams South-Western College Publishing Copyright © Diversity Makes Good Business Sense Cost Savings Attracting and Retaining Talent Driving Business Growth

Management, by Williams South-Western College Publishing Copyright © Been There, Done That 4Diversity is a business imperative 4Diversity training began in the ‘80s 4Products offered reflect their various customers Diversity at 7-Eleven

Management, by Williams South-Western College Publishing Copyright © After discussing this section, you should be able to: Learning Objectives Diversity and Individual Differences ­understand the special challenges that the dimensions of surface-level diversity pose for managers. ®explain how the dimensions of deep-level diversity affect individual behavior and interactions in the workplace.

Management, by Williams South-Western College Publishing Copyright © Surface-Level Diversity Age Race/ Ethnicity Physical Capabilities Gender Surface- and Deep-Level Diversity Deep-Level Diversity Personality Attitudes Values/Beliefs Adapted from Figure 12.1

Management, by Williams South-Western College Publishing Copyright © Age Discrimination 4Treating people differently because of their age 4Performance does not decline with age 4It is more pervasive than manager think

Management, by Williams South-Western College Publishing Copyright © Gender Discrimination 4Treating people differently because of their gender 4Glass ceiling Tinvisible barrier that keeps women and minorities from advancing to the top of the organization 4Can be diminished by: Tmentoring Tstop unintentional behavior

Management, by Williams South-Western College Publishing Copyright © Racial & Ethnic Discrimination 4Treating people differently because of their race or ethnicity 4Employment disparities do exist 4Legislation has lessened the problem 4Reduce by: Timprove selection & promotion procedures Ttrain managers

Management, by Williams South-Western College Publishing Copyright © Mental or Physical Disabilities Discrimination 4Disability is a mental or physical impairment that substantially limits one or more major life activities 4Stereotypes are a problem 4Reduce by: Teducation Tuse assistive technology

Management, by Williams South-Western College Publishing Copyright © Deep-Level Diversity 4Are individual differences that can only be learned through interaction with others 4Big 5 Personality Dimensions 4Work-Related Personality Dimensions

Management, by Williams South-Western College Publishing Copyright © Big 5 Personality Dimensions Personality Extraversion AgreeablenessConscientiousness Emotional Stability Openness to Experience

Management, by Williams South-Western College Publishing Copyright © What Really Works? Conscientiousness: The Organized, Hard- Working, Responsible Personality Motivational Effort 10% 20% 30% 40% 50% 60% 70% 80% 90% 100% Probability of success71% Probability of success66% Job Performance

Management, by Williams South-Western College Publishing Copyright © Work-Related Personality Dimensions 4Authoritarianism Tthe extent to which an individual believes there should be power and status differences 4Machiavelian Tbelieve that virtually any type of behavior is acceptable if it leads to goal accomplishment

Management, by Williams South-Western College Publishing Copyright © Work-Related Personality Dimensions (cont’d) 4Type A/B personality dimension Tthe extent to which people tend toward impatience, hurriedness, and hostility T Type A personalities âhard driving, competitive, and perfectionist T Type B personalities ârelaxed, easygoing, and patient

Management, by Williams South-Western College Publishing Copyright © Work-Related Personality Dimensions (cont’d) 4Self-monitoring Tthe ability to adjust one’s behavior to different situations 4Locus of control T Internal locus of control âyou control what happens to you T External locus of control âthings that happen to you are beyond your control

Management, by Williams South-Western College Publishing Copyright © Work-Related Personality Dimensions (cont’d) 4Affectivity T Positive affectivity âconsistently focusing on the positive aspects T Negative affectivity âconsistently focusing on the negative aspects T Mood linkage âa phenomenon where one worker’s negativity spreads to others

Management, by Williams South-Western College Publishing Copyright © After discussing this section, you should be able to: Learning Objectives How Can Diversity Be Managed? ¯explain the basic principles and practices that can be used to manage diversity.

Management, by Williams South-Western College Publishing Copyright © Managing Diversity Diversity Paradigms Diversity Principles Diversity Training and Practices

Management, by Williams South-Western College Publishing Copyright © Diversity Paradigms 4Discrimination and Fairness 4Access and Legitimacy 4Learning and Effectiveness TOrganizational Plurality

Management, by Williams South-Western College Publishing Copyright © Benefits of the Learning and Effectiveness Paradigm Values Common Ground Makes a Distinction Between Individual and Group Differences Less Likely to Encounter Conflict, Backlash, and Divisiveness Brings Different Groups Together

Management, by Williams South-Western College Publishing Copyright © Diversity Principles 4Carefully and faithfully follow and enforce all equal employment opportunity laws 4Treat group differences as important but not special 4Tailor opportunities to individuals, not groups 4Reexamine, but maintain high standards 4Solicit negative and positive feedback 4Set high, but realistic goals

Management, by Williams South-Western College Publishing Copyright © Diversity Training and Practices Training Awareness Skills-based Training Awareness Skills-based Practices Diversity Audits Diversity Pairing Top Management Share Minority Experience Practices Diversity Audits Diversity Pairing Top Management Share Minority Experience

Management, by Williams South-Western College Publishing Copyright © What Really Happened? Diversity at MacTemps 4Affirmative action doesn’t ensure diversity 4Reduced emphasis on experience 4De-emphasized employee referrals 4Emphasized diversity planning, paradigms, and principles